Performance Assessment of Construction Projects Using Earned Value Indicators: A Case Study of the Bima Grand Mosque
DOI:
https://doi.org/10.32832/astonjadro.v15i3.22646Keywords:
construction management, earned value management, project performance, cost control, schedule control.Abstract
This study evaluates the cost and schedule performance of the Bima Grand Mosque construction project using the Earned Value Management (EVM) method as an comprehensive project control approach. A descriptive quantitative case study was conducted using cumulative project progress data at two critical monitoring points, namely week 55 and week 69. The analysis employed key EVM indicators, including Budgeted Cost of Work Scheduled (BCWS), Budgeted Cost of Work Performed (BCWP), Actual Cost of Work Performed (ACWP), Schedule Variance (SV), Cost Variance (CV), Schedule Performance Index (SPI), and Cost Performance Index (CPI). The results indicate that at week 55 the project was slightly on schedule, with an SPI of 1.001, but experienced cost inefficiency, as reflected by a CPI of 0.990. At week 69, project performance declined, marked by schedule delays and increasing cost overruns, with SPI and CPI values of 0.963 and 0.956, respectively. In addition, the estimated cost at completion increased, accompanied by a slight extension of the projected completion time. The novelty of this study lies in the milestone-based application of EVM to capture dynamic changes in project performance, providing early warning information to support effective cost and schedule control. The findings confirm that EVM is a reliable approach for evaluating construction project performance and facilitating informed managerial decisions.
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